The Practical Leader

MAY 15, 2019

She writes, “The accidents and the resulting media attention together create a real wake-up call for Boeing… what’s required, however, is more than operational fixes. Identify those things you or your team directly control, can influence, and don’t control at all. Do the same for things you can influence.

Open-book 92

Open-book Consensus Engineering Brainstorming 92

The Horizons Tracker

SEPTEMBER 10, 2019

The researchers conducted several experiments to explore how the performance of individuals in a group can flavor our opinion of the entire group. What’s more, we often base this opinion on something as arbitrary as those employees who are numbered 1st or 2nd, such as the checkout operative in the 1st position in the supermarket.

Performance Review 70

Performance Review Trends Review Influence 70

Engaging Leader

AUGUST 25, 2015

Focusing on goals establishes a business culture of innovation and collaboration because you are measuring ongoing operations, not a single point in time. For organizations to drive better performance, goal setting should be done frequently, and should focus on just a few high-quality, high-impact goals.

Goal 100

Goal White Paper Bottom-up Operations 100

You're Not the Boss of Me

JULY 13, 2009

In this scenario too, the performance review often becomes something we do to people rather than with them. But the reality is that performance assessment is important to both the organization and the people who work for it. In other words we operate on the principle that equity means treating everyone in the same way.

Performance Review 40

Performance Review Review PR Blanchard 40

The Horizons Tracker

JULY 14, 2020

The general self-interest by which most narcissistic leaders operate can also lead to them bending, or breaking, the rules in order to succeed. It’s not supported by lofty intelligence or by performance reviews from their peers. “You have to get data from people who have seen that person operating.

Organization 98

Organization Performance Review Teamwork Document 98

Lead Change Blog

AUGUST 18, 2015

New employees hoped to avoid getting a “bad” boss and stayed worried about their pay raises and performance reviews. They operate more as a partnership—a confederation of equals with different skills and talents but a shared calling and a collective zeal to see it through. Leadership as a Force.

Wilde 150

Wilde Disruptive Innovation Learning-by-Doing Open-book 150

Strategy Driven

SEPTEMBER 2, 2016

I conducted independent performance reviews of many. I served on boards of directors, search committees, awards panels, review boards and task forces for many. Pop culture influences of non-profit icons, events and campaigns. Non-profit organizations operating more business-like. Communications programs for NPOs.

Strategic Planning 51

Strategic Planning Planning Ethics Learning-by-Doing 51

Harvard Business Review

OCTOBER 9, 2017

As subordinates gain leverage over time, they can strategically influence supervisors to stop abuse and even motivate them to mend strained relationships. Subordinates can change the power dynamics by engaging in two types of power-balancing operations.

Power 16

Power Real Estate Motivation Survey 16

Harvard Business Review

SEPTEMBER 26, 2017

But what remains unclear is how this preference for risk-taking influences proactive employees’ actual performance. It tracked 383 middle managers operating in 34 business units of a multinational in the logistics service industry. How can top managers guide proactive behavior so that good ideas make it to the finish line?

Middle Management 8

Middle Management Management Performance Review Project 8

CO2

AUGUST 1, 2010

“Just Ask” leadership Business schools don’t teach courses on question asking, so leaders typically don’t study and analyze questions the way they would a quarterly report or a performance review. The devaluing of questions can be attributed, in large part, to our educational system. I’m enjoying it.

Management 79

Management Executive Coaching Leadership Strategic Planning 79

Harvard Business Review

MAY 11, 2015

And as anyone who has ever given or received a traditional performance review knows, this process can be highly subjective — even in the most metrics-obsessed organizations. What you can do is build influence and trust with other members of the community. We look at the scope and quality of their influence.

Management 8

Management Performance Review Review Mission Statement 8

You're Not the Boss of Me

JANUARY 27, 2009

Leading and managing operate in partnership with each other. Basically, Leadership is about influence. As a “boss&# your job shifts from what it was before and becomes leadership and management. They are not the same. Management is about control.

Leadership 40

Leadership Blog McCarthy Brand 40

You're Not the Boss of Me

MARCH 8, 2009

Reply prissyperfection March 10, 2009 at 3:31 pm Yes, the whole performance assessment thing has become something we love to hate. David Zinger put up a video yesterday which showed employees being given a chance to have a performance review or a kick in the pants. And that’s because so many people do it badly.

Performance Review 40

Performance Review Blog Diversity McCarthy 40

Harvard Business Review

FEBRUARY 10, 2016

This company operates on a hub-and-spoke management structure, where significant decisions are referred to one’s formal boss rather than to whoever is best suited to make the call, regardless of hierarchical positioning. One of the central tools of that system was the ubiquitous performance review. ” I asked.

Company 8

Company Management Performance Review Review 8

You're Not the Boss of Me

MAY 30, 2010

This video speaks to the culture that is prevalent in more workplaces than any of us would like to admit, workplaces that operate on the basis of positional power with an undercurrent of fear. How might you influence change in that direction? Some things to think about What kind of culture exists in your workplace?

Video 44

Video P&L Blog Long-term 44

You're Not the Boss of Me

NOVEMBER 21, 2010

This speaks to the dangers of clinging to, and operating from, narrow perspectives. I believe the goal for leaders in this century is to widen the lens of their thinking by challenging not only their own assumptions but also the beliefs and biases on which their organizations operate. It can get pretty complex.

Learning Organization 56

Learning Organization Senge Organization Learning-by-Doing 56

You're Not the Boss of Me

JANUARY 16, 2011

While operating from intuition alone can be a dangerous thing, there are times when those gut feelings serve a very useful purpose. Intuit: Ah yes, the third eye…okay maybe not… but intuition often plays a part in building awareness. It is sometimes not what is said but what is not said that seems the most obvious.

Self-aware 63

Self-aware Film Blog Diversity 63

You're Not the Boss of Me

OCTOBER 31, 2010

They are also imposed to provide structure in organizational settings that support the work and build a broad framework within which individuals are free to operate and contribute. In general, rules are put in place to ensure personal safety and to keep things in balance. Some people are of the opinion that rules are made to be broken.

Maturity 50

Maturity Blog Merchandising McCarthy 50

HR Digest

FEBRUARY 4, 2022

Lack of understanding about this often leads to increased levels of turnover and increased costs in hiring replacements, both at the management (CEO) level or at operational levels, not just in terms of HR cost but also the time that could have been saved had this understanding been reached much earlier. . What is Organizational Culture?

Development 98

Development Morale Teamwork Reference 98

You're Not the Boss of Me

NOVEMBER 7, 2010

Leaders who operate from a platform of good manners and civility know that: Everyone likes to feel acknowledged and important I started my work life in the mailroom of a bank. It is my contention, though, that civility has just about everything to do with creating workplaces in which people can do their best work and businesses can thrive.

Blog 79

Blog Politics Self-aware Learning-by-Doing 79

You're Not the Boss of Me

NOVEMBER 28, 2010

After all, it stands to reason that we do our best work when we are operating from our strengths. However, it is always a good practice to give people an opportunity to say where they might make their best contribution. And, I expect we are that much happier about it too.

Team 50

Team Blog Teamwork Learning-by-Doing 50

Harvard Business Review

DECEMBER 15, 2017

Some health care businesses use duplicate dyad management structures—one to oversee the clinical enterprise and another to oversee the business and operations that support the clinical enterprise. The dyad model can help break down silos, improve the way clinical and operations leaders work together, and coordinate care.

Training 14

Training Health Care Management 360-Degree Feedback 14

Harvard Business Review

MAY 6, 2016

Research has shown that leaders’ decision making, communication style, and dark-side tendencies are influenced by the geographical region in which they operate. Below we review six major leadership types that illustrate some of these findings. In other words, good leadership is largely personality in the right place.

Leadership 8

Leadership Leadership Styles Consensus Cooper 8

Harvard Business Review

OCTOBER 3, 2013

One factor that wasn’t very predictive, it turned out, was a history of good performance reviews. Only 23% of those who were laid off had been given a negative review the previous year. Many were viewed as weak leaders who were unable to influence others and foster necessary change. What stopped them?

Performance Review 12

Performance Review Review Ethics Resistance 12

You're Not the Boss of Me

JUNE 29, 2009

This company operates its democracy to the extent that: Employees set their own work schedules They don’t use the same workstation more than two days in a row so that no one really knows when they go to work or how long they stay. But what does a truly democratic workplace look like?

System 43

System Blog Diversity Operations 43

You're Not the Boss of Me

JUNE 22, 2009

Being conceptual and Tactical It is important for leaders to be able to rise above the day to day mechanics of their operation so they can see where it is all going. Here are some leadership contradictions that come to mind for me. This is about having a vision and ideas that give purpose to the work.

Leadership 42

Leadership Blog McCarthy Follow-up 42

You're Not the Boss of Me

SEPTEMBER 26, 2010

For me, creating fluency means building and operating systems that are unimpeded by interests that do not serve the raison d’être of the organization. It is so easy to plug up the flow of authentic activity with non-essential or self-serving work.

Organization 44

Organization Blog Learning-by-Doing Bottom-up 44

You're Not the Boss of Me

MARCH 28, 2009

This, in addition to establishing other operating principles for the time participants are together, makes for an environment where people can feel comfortable speaking their minds. Often these are things that some people are thinking anyway but are reticent to bring out.

Abilene Paradox 40

Abilene Paradox Blog Long-term Project 40

Harvard Business Review

JANUARY 10, 2012

Worse, most managers operate under four misconceptions regarding career advancement. Confidence that you'll get the feedback you need from your boss in your annual performance review. First, most annual reviews focus on performance in your current job, not what you need to do to advance.

Positioning 15

Positioning Career Execution Project 15

You're Not the Boss of Me

JANUARY 9, 2011

Unfortunately, too many leaders are still operating from old models and an aversion to “soft skills&# which keep them from understanding the benefits of hard science findings. The recent info that comes from neuroscience points the way to the need for a completely new emphasis and style in management and workplace relationships.

Blog 58

Blog Review Leadership Follow-up 58

Harvard Business Review

JUNE 24, 2015

Here’s what’s happening and what you can expect… Companies operate in a constant state of change and all too often, information is withheld from team members until the last minute. I have some feedback for you… Don’t wait for a performance review to tell people how they’re doing.

Emotional Intelligence 8

Emotional Intelligence Energy Micromanagement Survey 8

You're Not the Boss of Me

JUNE 15, 2009

The Penguins were delighted with the idea that Perry would bring a refreshing new perspective to their operation and Perry, being an ambitious sort, was equally delighted to be chosen. At first, the relationship between him and the penguins was a good one. But then, the tide changed.

Gordon 46

Gordon Open-book Library Diversity 46

You're Not the Boss of Me

JUNE 12, 2010

I think the issue is that all generations should have the skills to operate in every arena. No condolence messages by text perhaps. Then you have to factor in environmental concerns with paper usage! As a shining example my Mum (86) Queen of the Thank You Card, who actually cross stitches her own cards – is on Facebook!

Blog 41

Blog Course Examples Letter 41

N2Growth Blog

MARCH 23, 2010

Posted on March 24th, 2010 by admin in Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Is the customer really always right? Much like you have performance reviews for your employees you should conduct an analysis of how your customers are performing. I Think Not.

Blog 298

Blog Brand Cost Bottom-up 298

You're Not the Boss of Me

APRIL 25, 2010

I expect that at some point those two roles, once having had an opportunity to be scrutinized singly would then begin to operate more naturally together but with a greater sense of personal awareness. Thanks for sharing the benefit of your experience Mary Jo!

Self-aware 40

Self-aware Management Blog Open-book 40

Harvard Business Review

SEPTEMBER 6, 2012

I reread Tribal Leadership , which makes a compelling case that the vast majority of leaders operate at sub-optimal levels of personal development, and that the higher the level they reach, the more successful their organizations become.

Performance Review 8

Performance Review Follow-up Tactics Learning-by-Doing 8

Harvard Business Review

MAY 15, 2018

Pair newcomers and network influencers through staffing or mentoring. Our studies of firms that use peer feedback to effectively identify and celebrate agile collaborators show that these bottom-up processes often uncover excellent people whom the formal performance reviews might otherwise overlook.

Agility 14

Agility Team How To Project 14